Supplier Management - Developing, Managing and Integrating a Supply Chain

Tuesday, Jun 24 2008 9:00 AM to Wednesday, Jun 25 2008 5:30 PM AWST

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Sofitel Hyland

505 Nanjing East Road
Shanghai

Speaker .

Event Description

In partnership with Innova Management Institute, the Council is pleased to invite you to this new training seminar on Supplier Management in China.

Manufacturing enterprises in China are faced with multiple challenges as highly diversified client needs, customers demanding very short lead times for orders, the failure of suppliers to deliver goods in a timely manner or in reliable quality, or difficulties in the area of inventory control. To master these challenges and to build up a well functioning as well as cost-efficient supply chain is mission-critical.

This training and the numerous case studies introduced will provide participants with a practical and proven approach for successful supply chain management and integration. A detailed introduction to operational methods of supplier management will enable participants to grasp methods and skills for the assessment of suppliers and the reduction of purchasing costs and risks. Moreover, participants learn how to develop strategic partnerships with suppliers to support a sustainable development of one's company.

METHODOLOGY
Lecture, team discussion, numerous case studies and practical exercises. Seminar language is Chinese.

COURSE OUTLINE

Part 1: Supplier Management Structure and Cross-Departmental Cooperation

I. Challenges in supplier management

II. Supplier management and cross-departmental cooperation
1. Four misleading concepts in traditional purchasing management
2. Various manifestations showing lak of coordination of purchasing department with PMC, quality guarantee, technical process and production departments and its cause analysis
3. What cooperative relation should be established between purchasing and PMC, quality guarantee, technical process and production departments?

III. How to establish operating systems for managing, developing and evaluating suppliers
1. How to separate purchasing department's business function from its logistic control function (Case study)
2. How to separate purchasing department's decision-making and supplier management functions from its business function
3. Personnel structure and work division between supplier management, development and evaluation institutions

Part 2: Analysis on Supply Price of Suppliers and Purchasing Cost Control

I. Factors influencing the Supply Price of Suppliers

II. How to analyze supply cost structure of suppliers (Case study)

III.How to determine purchasing methods according to different market cycles of products (Case study)

IV. Methods to determine annual outsourcing order price

V. How to adjust purchasing price in line with changes cost index of suppliers (Case operation)
VI. How to convert non-quantitative factors into quantitative factors in comparison of suppliers' prices (Case study)

VII. How to improve enterprises' purchasing capabilities and reduce purchasing cost
    Unified purchasing, entrusted purchasing and systematic purchasing
    Invitation to tendering, bid negotiation and recommendation of suppliers

Part 3: Management of Supplier Relations and Integration of Suppliers

I. Concept of supply chain management

II. Differences between traditional outsourcing supporting relation and cooperative partnership in supply chain

III.How to establish a strategic partnership with suppliers
    How to position enterprises in the supply chain--Pentagonal analysis model of supply chain
    How to classify suppliers
    How to take different strategies to manage various suppliers
    How to cope with monopoly suppliers
Case study: Qualified bidding to cope with monopoly suppliers

IV. Integration of suppliers
1. Existing problems in outsourcing suppliers
2. Concept of integration of suppliers
3. Basic objectives for integration of suppliers
   How to enhance supplier process control, improve suppliers' product quality and delivery accuracy and continuous improvement
   How to boost check-free rate for inbound materials and realize zero inventory
   How to resolve problems with suppliers such as quality, cost and delivery term and boost quick response abilities of suppliers
4、Integrate suppliers and make good use of external resources for win-win situation

Part 4: Supplier Development and Evaluation of Suppliers

I. How to establish an operating system of developing and evaluating suppliers
1. Establishment of evaluation teams
2. Preparation of progresses
3. Standardized and non-standardized process operation

II. Issues in the development of suppliers
1. Cultural issues
2. Financial issues
3. Process issues (Electronic purchasing and core of bid and tendering)
4. Document issues (Electronic documents)
5. Plans\decision-making to plans\ contradiction in forecast

III. Strategies for developing, cultivating and domestically choosing suppliers
1. Classification of suppliers and how to support suppliers by classification
2. Use of forms
3. Electronic data entry and rights management
4. Case: selection of supply pool made by Staples

IV. Operational process for developing suppliers
1. The first is to consider needs of downstream clients
2. The second is to think over third party logistics
3. The third is to take into account capital recovery or commission
4. The fourth is to consider project targets
(1) Quality
(2) Delivery term
(3) Cost or price
(4) Service
(5) Production supply capabilities or flexible supply capabilities

V. Six conditions and twenty-four elements for selection of suppliers (Case study)
1. ABC analysis on elements
2. Monkey principles
3. Evaluation on time parallel
Case Stdy: Operational methods for bidding to outsource suppliers

VI. How to effectively manage qualified suppliers
1． How to determine management division and responsibilities of qualified suppliers and source of primary statistical data
2． How to determine items and methods to appraise quality of outsourcing manufacturers
3． Monthly assessment and reporting (assessment weighing, standards and scoring methods in quality, delivery and service)
4． Collection of quality problems and report of significant quality problems
5． Rectification and improvement within limited time, stop of goods supply, recovery of goods supply and cancellation of qualification
6． Annual comprehensive assessment and appraisal

VII. Evaluation Index System and Methods of Suppliers
1. Case study on evaluation of suppliers made by Siemens Communications
2. Case study on evaluation of suppliers made by Shanghai Volkswagen
Case study：Quantitative evaluation and form operation

Number of attendees is limited to 20 persons to facilitate team work, discussion and exchange of experiences.

** Fee is only RMB 3,400 (or US$ 490) for the Council members, RMB 3,800 (or US$ 550) for non-members including workshop documentation, luncheon and coffee breaks.

Seminar language is Chinese.

Attachments


Event Owner
Giselle Yang
+86 21 51021617
+86 21 52583864 FAX

http://www.supplychain.cn

Comments for Supplier Management - Developing, Managing and Integrating a Supply Chain:

Supplier Management - Developing, Managing and Integrating a Supply Chain

Tuesday, Jun 24 2008 9:00 AM to Wednesday, Jun 25 2008 5:30 PM AWST

Speaker .

Biography

The course faculty is an experienced consultant and trainer and one of the leading Chinese experts in logistics and inventory management, supply chain management and production planning. He holds a Ph.D. and was appointed as senior adviser to Fudan University. He has given lectures at companies as Thomson, Accenture and PricewaterhouseCoopers.

His project and consulting experience includes projects in the areas of JIT, SCM, WMS, MRP, TMS and LMS.

To his customer base belong companies as AMECO, Anji TNT, AL-KO Air Technology, Boehler Thyssen, BorgWarner, Cadbury Schweppes, Castrol, Cola Cao, Compaq, Danfoss, Epson, Ericsson, FAW, FEDEX, Foseco, Jiefang Automotive Company, Krohne, Lotus, Merck, Messer, Nippon Paint, Novacel, OOCL, Roche, Sachs, Schneider Electric, Sigmakalon, Sinar Mas Group, Shanghai Koito, Trimble, Tyco, and Volvo.